‘To venture involves risks, but with the potential for great gain.’ (Fook & Askeland)
A critical success factor in coaching and Action Learning is a willingness for participants to disclose opportunities or challenges they are facing, in order that they may learn through critical reflection and increase their sense of agency. At times, this may involve surfacing subconscious personal and cultural assumptions to enable self- and peer-examination. In doing so, we may draw on fields of learning and practice including Chris Argyris and Donald Schön’s double and triple-loop learning.
The originator of Action Learning, Reg Revans, urged, ‘Swap your difficulties, not your cleverness’. Yet, although this can sound simple in principle, in some contexts it may run against norms and conventions of behaviour. In some cultures, for instance, to disclose a difficulty – especially in a group – could feel politically risky or even shameful. If a person were to share openly in that context, peers from the same cultural group could also feel anxious for that person and desire to protect them.
This safeguarding instinct may be amplified in health and social sector contexts where participants may be used to working with vulnerable people and groups and-or have lived experience of trauma. If their professional training has evolved from or been influenced by counselling or therapy, they may find posing high-challenge questions uncomfortable or threatening; especially if they associate asking searching questions with, for instance, investigations or judgements re. access to services.
In some cultures, to disclose personal rather than strictly situational challenges can be regarded as inappropriate and unprofessional.
In some cultures, rationality and objectivity may be regarded as having higher value than intuition, subjectivity or emotion. Participants may find themselves preoccupied with problem analysis and formulating definitive answers and solutions, rather than enabling a person to sit with ambiguity, uncertainty and tension. A vital role for a coach or facilitator is to build trust, curiosity and critical reflexivity; drawing on any filters, biases and experiences that emerge as tools for transformation.
It’s hard to think outside our own thinking to do the as-yet unthinkable, yet that’s often where real transformation takes place. How do you do it? How do you enable others to do it?
What does a kilogram weigh on the moon? Is grass still green when it’s dark?
I had this fascinating conversation with a chemistry student last night about what can be known to be true and how. We touched on philosophy, theology and science and I left feeling like my brain had been bent and twisted in different directions. One of the key principles that came through is that we base our understanding of the world on what we believe or know to be true already. It’s a form of projection that creates a psychological sense of certainty and enables us to predict, test and move on. It’s also a phenomenon that can leave us profoundly mistaken – without realising it.
I listened to a radio interview with the controversial film director Quentin Tarantino. When asked to comment on the quirky, sudden and often dramatic mood swings in his films, Tarantino responded, ‘Who do you imagine I am directing in my movies – the actors or the audience?’ He went on to paint an image of himself standing invisibly behind the cinema screen like the conductor of an orchestra. The audience watches the film. He conducts the audience. The audience is the orchestra. It was a stunning example of challenging the assumed, reframing an experience, revealing the unexpected.
The moral of this story? Not everything is as it appears to be or what we may want or expect it to be. We are easily unaware or deceived. It’s why ‘critical reflective practice’ is so valuable and important as professionals, leaders, managers, teams and organisations. It’s about taking conscious, proactive steps to challenge, test and transform our awareness, assumptions, thinking, stance and practice – enabling greater inspiration, resourcefulness, resilience and effectiveness. (See: Thompson & Thompson, The Critically Reflective Practitioner, 2008; Bassot, The Reflective Practice Guide, 2016).
As leader, OD, coach or trainer, what have been your experiences of critical reflective practice? Where have you seen or experienced real transformation, radical re-framings or paradigm shifts?
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